Two Definitions of Market

Transcription

1 Marketing Niches Authors: Michael T. Rupp, PhD, RPh Professor of Pharmacy Administration Midwestern University Glendale Sondra J. Peters, MBA Assistant Professor of Pharmacy Administration Midwestern University - Glendale

2 Learning Objectives Explain why a community pharmacy may want to offer specialized services List examples of specialized services that community pharmacies have implemented Describe the components of a successfully marketed pharmacy service

3 Learning Objectives Discuss the factors that influence physician referral of patients to a pharmacy service Describe the steps in the service adoption process List and explain the steps in involved in planning and conducting a personal sales call to market a specialized pharmacy service

4 Key Terms Need - a state of felt deprivation. A perceived difference between what is and what should be. Want - a desire for a specific satisfier of a more fundamental need. Demand - a want that is backed by a willingness to exchange value in return for a specific satisfier. Demand is essential for voluntary exchange to take place. Product - anything that can be exchanged to satisfy a need or want. May be tangible or intangible (i.e., service). Products are merely vehicles for delivering benefits.

5 Two Definitions of Market All persons sharing a need or want who may be willing and able to engage in exchange to satisfy that need or want The separation or gap that exists between parties interested in an exchange

6 Definitions of Exchange The process by which values are traded between parties The act of obtaining a desired object from someone by offering something in return * Exchange is the central concept in marketing

7 What is a Service? A service is any activity or benefit that one party can offer to another that is essentially intangible and does not result in ownership of anything. Its production may or may not be tied to a physical product.

8 Characteristics of Services Intangible Benefits are not readily obvious or apparent Buyer cannot know results prior to purchase Inseparable - from the provider Variable - somewhat different for each client Cannot be mass produced Must be customized to some degree for each client Perishable Cannot be stored; downtime is not recoverable

9 Features vs. Benefits Features are characteristics of a product or service that are under the control of the provider. Benefits are outcomes of a product or service that are desired and valued by the client. Providers offer features. Consumers buy benefits.

10 Important Features of Services Personnel - especially important as an organization transitions from a product orientation to a service orientation is to recruit, develop, and retain employees who can support the service Quality - must have systems to measure, monitor, and manage the quality of service provided Service Time - clients want to maximize; providers need to control,so a balance must be struck

11 Important Features of Services Waiting Time - clients want to minimize, which can present problems for providers to control both cost and quality of the service Supporting Technology - can add value to a service, both real and perceived (which is also real!) Packaging and Labeling - services can be packaged and labeled just as products are to establish image and differentiate a pharmacy s service offerings from those of competitors

12 Why Market Specialized Services? Client/Patient Needs that may not even be recognized by the client or patient Provider Needs pharmacy staff have needs for personal and professional satisfaction, selfactualization, and a high quality of work-life Organizational Needs to remain a viable economic entity, a pharmacy should diversify beyond prescription filling to create a more balanced portfolio of product & service offerings

13 Product/Service Life Cycle Introduction Growth Maturity Decline Sales Time

14 Specialized Services in Community Pharmacies Services/Products Offered 2000 Compounding 83% Nutrition 66% Durable Medical Goods 66% Herbal Medicine 64% Health Screenings 41% Ostomy 39% Source: 2001 NCPA-Pharmacia Digest

15 Specialized Services in Community Pharmacy Services/Products Offered 2000 Hospice 39% Long-term Care 33% Veterinary Pharmacy 27% Patient Education Programs 26% Pain Management 23% Home Infusion 8% Source: 2001 NCPA-Pharmacia Digest

16 Disease-Specific Services in Community Pharmacy Disease State/Service Offering Charging Blood Pressure monitoring 57% 18% Diabetes Training 41% 25% Asthma Training 27% 26% Immunizations 17% 79% Anticoagulation monitoring 3% 46% AIDS Specialty Services 3% 11% Source: 2001 NCPA-Pharmacia Digest

17 Evaluating Specialized Pharmacy Services Client Need Demand Must fit Mission Goals & Objectives Resources personnel, training, practice systems, design & layout, equipment, etc.

18 Establishing Client Need & Demand Do patients need it? Do patients, or physicians if a referral is needed, want it? Would they (patients, or third party payers if billing insurance) be willing and able to pay for it?

19 Mission Mission - the purpose, or reason for existence of an organization - Answers the question: what business are we in? - And, importantly: what business are we not in? - While goals and objectives may change, the mission does not change unless the business changes - then the mission must change

20 C1 C2 R C3 C5 Layout & Space Considerations C4 R = patient receiving area C = patient care areas

21 Evaluating Specialized Pharmacy Services Client Need Demand What is it? Pharmacy Service Resources Personnel training, practice systems, design & layout, equipment, etc. Mission Goals & Objectives Should we do it? Can we do it?

22 The Consumer s Decision- Making Process Step 1: Identification of Need External Cues - family, health providers, advertising, popular press, many others Internal Cues - signs or symptoms of illness or need for health care

23 The Consumer s Decision- Making Process Step 2: Search for Information Heightened awareness - increased sensitivity to relevant information Active information search Identification of alternatives

24 The Consumer s Decision- Making Process Step 3: Evaluate Alternatives Attributes - perceived qualities or attributes of alternatives, both good and bad Beliefs - about the importance and amount of attribute contained in each alternative Attitudes - net positive and negative feeling about each alternative Behavior - decision to buy or consume

25 The Consumer s Decision- Making Process Step 4: Choose/Select repurchase decision based on... Step 5: Post-purchase Evaluation - Satisfaction, or Dissatisfaction

26 Pharmacy Image and Patronage Decisions Consumer Expectations Service Encounter Perceived Performance feedback Satisfaction/Dissatisfaction Patronage & Loyalty

27 Patronage Motives in Pharmacy Convenience & Accessibility includes geographic and temporal access to facility and pharmacist Personnel technical and interpersonal qualities of professional and support staff Price - includes discounts, coupons, credit Services - clinical and non-clinical Environment attractive design, logical layout and traffic flow, pleasant and inviting surroundings

28 Factors Affecting Physician Prescribing / Referral Perceived effectiveness benefits Perceived safety risk Patient preference/satisfaction Cost to patient and/or insurer Physician characteristics education and training, specialty, age, gender, etc. Miscellaneous - complexity of regimen, reputation of manufacturer and/or service provider, attitudes of peers toward therapy especially opinion leaders

29 To Whom Do You Market? If you re not thinking segmentation, you re not thinking. - Theodore Levitt Marketing Imagination

30 What is a Market Segment? A market segment consists of consumers who respond in a similar way to a given set of market stimuli (i.e., to a similar marketing mix ) It is important that you ask and answer the question: Who is my consumer?

31 Possible Participants in Decision-Making Process Initiator first thinks of, or mentions service Influencer - recommendation or opinion has an influence with the ultimate decider Decider - makes consuming/buying decision Buyer exchanges value (i.e., pays) User- receives service and its benefits

32 What is Market Segmentation? The process of classifying consumers into distinct groups that may require separate services or different marketing mixes

33 Why Segment the Market? People are not the same! They have different needs, wants, attitudes, interests and opinions They will exhibit different responses to products and services Identifying people who are similar in their response to a service allows us to target our marketing efforts, making them more efficient and effective

34 How are Markets Segmented? No one right way Segmentation considered part of both the science and the art of marketing Marketer looks for similarities within groups, and differences between groups, in characteristics that may affect their consuming behavior relative to a particular product or service

35 Requirements for Effective Segmentation Variables Relevant to the consuming decision Measurable to be able to quantify demand Accessible must be able to reach segment with communications about the service, and delivery of the service itself Substantial but not necessarily large, depending on objectives for the service Actionable segment must be amenable to the development of alternative marketing strategies or mixes that will stimulate consumption of service

36 Market Targeting Strategies Undifferentiated marketing - a mass merchandising, one size fits all approach virtually no targeting at all Advantage - cheap, easy and efficient to implement Disadvantage - in trying to please everyone, you run the risk of pleasing no one; also risky from the standpoint of developing a strong, clear image among consumers

37 Market Targeting Strategies Differentiated marketing - a middle-of-the-road strategy that attempts to focus marketing efforts on several key segments concurrently Advantage somewhat better able to tailor service mix to meet different client needs Disadvantage more expensive than undifferentiated approach, and you still risk not pleasing any single segment enough to get their business and their long-term patronage and loyalty

38 Market Targeting Strategies Concentrated marketing selects one first best market segment, and devotes entire marketing effort toward it Advantages - allows you to focus on building strong customer loyalty and satisfaction; results in a well-defined image, and a strong position vis-a-vis competitors Disadvantages - all your eggs are in one basket. What if the segment disappears, or is not as attractive as you thought?

39 Selecting Target Markets For a new service, it is usually best to begin with a concentrated approach that identifies and targets the first best market opportunity, with a strategy of starting small and extending to additional market segments over time as demand and resources allow.

40 Where to Begin Marketing Your Service Your staff!

41 Build a better mousetrap, and the world will beat a path to your door. - Thoreau

42 Marketing Communications Public relations Advertising Personal sales

43 Public Relations What you do speaks so loud that I cannot hear what you say! -Emerson

44 Advertisements Source: Family PharmaCare Center, Inc.

45 Services can be branded, too! Source: Family PharmaCare Center, Inc.

46 Personal Sales Objectives Enlist patient enrollment Gain physician support Receive physician referrals Encourage employee referrals Receive public support from thought leaders

47 Awareness The Service Adoption Process Interest Evaluation Trial Adoption Renewal

48 Personal Sales Goal The goal of all personal sales is to change the customer s behavior. To do so, you must convince the customer that: There is a clear advantage to change The change is compatible with existing values It is easy to make the change

49 Anatomy of a Personal Sales Call Planning the call Conducting the call Following up

50 Planning the Sales Call 1. Identify the Target Audience 2. Determine your Objective 3. Prepare the Message 4. Develop Communication Strategies

51 Planning Identify the target audience

52 Planning: Target Contacts Influence - How much influence does this contact have in the community? Referral Potential - How many patients could this contact direct to your service? Motivation - How much direct benefit will this contact derive, and how closely aligned are these benefits to the contact s existing values? Access - How easy is it to access this contact?

53 Planning The Prospect Priority Index Contact Influence Referrals Motivation Access Total Dr. A MCO Dr. B MCO Dr. C =lowest, 5=highest

54 Planning: Target Contacts Opinion Leaders Early Adopters

55 Planning: Determine your Objective Staff identify and inform patients who are appropriate for the service Patients participate in service and/or ask physician about service Physicians refer patients to service MCO add service as covered benefit

56 Planning: Prepare the Message To develop an effective message, it is important to have a clear understanding of the customer s needs and motivations.

57 Customer Motivators Patient care Time Finances Ego Convenience

58 Planning: Preparing the Message Advantages of change - List all the possible problems and identify each way that your service solves the problems that your customer faces Reinforcement of existing values - List all the possible motivators and identify each way your service supports these motivators

59 Planning: Develop Communication Strategies The indifferent customer The hostile customer The skeptical customer The entrepreneurial customer

60 Planning: Develop Communication Strategies The indifferent customer quickly assess what this customer values and attempt to engage him by clearly communicating how your service addresses these values

61 Planning: Develop Communication Strategies The hostile customer first determine why this person is upset; next, defuse the situation by demonstrating you understand this person s concerns; then address the issues they raise

62 Planning: Develop Communication Strategies The skeptical customer build rapport and address this customer s concerns with factual information and studies

63 Planning: Develop Communication Strategies The entrepreneurial customer be direct. Explain how your service benefits this customer specifically.

64 Conducting the Sales Call

65 Conducting the Sales Call: Be Prepared First, be prepared to address the customer issues. Second, outline the next step and make it easy for the customer to follow through.

66 Market Yourself! Brand YOU! TM

67 Following Up: Debriefing Evaluate how effectively you addressed the issues important to the customer Determine where the customer started in the Service Adoption Process and where (s)he ended Decide what you can do to move the customer to the next stage in the Service Adoption Process

68 Following Up: Follow Through Address any remaining questions, concerns, or requests of the customer Honor all commitments you made Check to see if there are new issues that were not raised in the sales call Make sure the customer follows through with the agreed next step

69 Marketing, Pricing & Reimbursement Resources Available from NCPA